Projects typically have clearly defined goals, a transparent cost structure and a schedule with a planned completion date. These characteristics apply less to R&D projects, making their management more complex. While the goal may be to complete defined research successfully and develop a new product, the research part of the project means the work is new and subject to unexpected developments and results. Instead of a rigid project management structure with an emphasis on controls and verification, an R&D project has to be capable of continuously adjusting to new situations with the involvement of all stakeholders.

Purpose

The project manager of an R&D project starts by ensuring that the purpose of the project is clear to all concerned and that he has considered the interests of all participants. One of the key functions is to identify all stakeholders and their issues, what value they bring to the project and what benefits they expect to receive. From this information, the project manager can identify the immediate goals of the project.

Focus

The flexible approach required to manage an R&D project often results in a lack of focus. Various participants have different interests, and some tasks and development paths are more challenging than others. The project manager must make sure that work stays focused on the immediate goals and the overall purpose. If the results require it, the project manager can identify new goals and shift the focus appropriately.

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Funding

The project manager for an R&D project has to pay special attention to the participants who are responsible for funding. While traditional projects have a fixed budget, R&D projects need a more flexible funding framework. As the project proceeds, it may require additional funds, or it may become impossible to continue. The project manager has to keep the stakeholders funding the project aware of all progress and problems so they can make informed decisions regarding continued funding.

Timing

An R&D project has a time frame as part of its goals, but its schedule must be flexible enough to accommodate unexpected developments. A key project management function is to adjust the schedule and reassign resources as required to meet new goals and revised timetables. The manager must keep all stakeholders informed of schedule adjustments and take into consideration any issues they raise with regard to such changes.

Documentation

Documentation is even more important in a research and development project than in other projects. In addition to recording the results of the work, project management documentation shows how the project evolved. It notes the changes the project manager carried out, why he implemented the changes and the results of his consultations with stakeholders.

Review

Project management for an R&D project includes a continuous review process. Because the project depends on the results of the work, the project manager must continually monitor the results and make adjustments where required. Continuous review also implies regular and frequent reporting to all stakeholders.

Completion

A key aspect of project management in general is to clearly define the conditions that must be satisfied for project completion. For R&D projects, such conditions may change as the project progresses. Unexpected factors may come from the project work itself or from additional requirements imposed from the outside. When the goals of the project and the conditions for completion of the work change drastically, the project manager must ensure that all stakeholders agree with the new framework.

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About the Author

Bert Markgraf is a freelance writer with a strong science and engineering background. He started writing technical papers while working as an engineer in the 1980s. More recently, after starting his own business in IT, he helped organize an online community for which he wrote and edited articles as managing editor, business and economics. He holds a Bachelor of Science degree from McGill University.